Our Approach

IOUR ANALYSIS –
DELIVERING THE RIGHT SOLUTION TO THE RIGHT PROBLEM
Its is our belief that there is a chain of reasoning that leads from a statement of a problem to the definition of a solution.

If any part of that chain is missing, a poor quality (at best) or wrong (at worst) solution will be delivered. At IT Technology, implementation begins with an overview of the logical steps involved in moving from problem to solution.
Each of the logical steps outlined is dependent upon its predecessor: miss any one step and the solution will most likely be the wrong one. It is an accepted fact that mistakes in the early stages of a project will have the greatest consequences, yet it is in precisely this area we are careful to exert greater rigor.

In summary, working through these dependencies outlined , we can see that:
• drivers give us the reasons why we need to change and show us what the problem is that needs to be addressed
• the vision defines our response to those drivers in terms of what the business will look like when the problem has been solved
• the goal defines how a project will move us towards realizing the vision
• business objectives define how we will measure achievement of the goal
• requirements express how the business will need to operate in order to achieve the objectives
• design proposes solutions to the requirements
• solutions solve the problem and realize the business benefits that the drivers showed us we ought to realize
When a project can clearly trace the business benefits back through the requirements to the original drivers it can demonstrate that it really achieved what it set out to achieve. Furthermore, it enables projects to orient and prioritize all of their efforts around the business benefits they will deliver. Of course, projects can and do deliver without following this chain but what they cannot do is prove that they delivered the right solution. The fact that many systems are replaced or undergo expensive upgrades within a few years of implementation would seem to suggest that they did not.
Further details: All change projects begin with a problem or a need: either a new business need that is not currently being met or something that needs to change in some way to achieve different results. There can be many reasons behind this need such as the availability of new technology affording new opportunities, a desire to improve services or reduce costs or a need to implement some new legislation.

These reasons are known as drivers since they drive the need for the project. The vision will define how things will be in the future when an organization’s response to those drivers is complete and no further change is needed. Production of this vision involves examining the implications of each driver upon the current situation in order to identify what needs to change. Most projects have multiple drivers. Collectively, these drivers define the overall ‘problem’ that the project needs to address. If a driver is missed at this stage it will almost certainly lead to an incorrect vision and, hence, to at least part of the overall problem not being solved.

Once the vision has been agreed it should then be possible to define what the project will need to deliver or change in order to realize the vision. For example, a new business process may be needed or an existing process may need streamlining. This is known as the project ‘goal’. If it is not clearly defined then it is likely that the ‘goal’ will be ‘missed’. Of course, the vision may be for the long term future which may require several change projects before it can be fully realized but, by understanding the vision, it is at least possible to ensure that delivering the project goal will be a step in the right direction.

The goal in turn is underpinned by a series of business objectives, which provide the means to measure the degree to which the goal has been achieved. Business objectives must therefore have a means of measurement and expected values associated with them (otherwise they are only subjective). The values of these measures are known as the business benefits. The business objectives define what success will look in tangible terms and form the foundations of the business case used to justify the project expenditure. Without measurable business objectives it will not be possible to ascertain whether a project really accomplished what it set out to do.

Business requirements define the detailed capabilities that will needed in order to achieve the business objectives and realize the benefits. It is crucial that requirements are understood this way. Maintaining clear linkage between the business requirements and the business objectives enables a project to confirm the validity and priority of its requirements since the relative ‘worth’ of a requirement should be determined by the degree to which it contributes towards the objectives.

Any requirement which cannot be demonstrated to be contributing towards one of the agreed objectives cannot be a valid requirement. This approach will also enable early discovery of gaps in the thinking that would have much more serious consequences if discovered later since it also follows that for each objective there must be requirements that will realize that objective.

Business requirements start to move project thinking from what is desired to be achieved to how the business will work in order for the benefits to be realized. However, Business requirements should NOT be concerned with details of how any automated solution will work. That is the function of Design. Where the Business requirements are expected to be satisfied by an automated solution they should express the desired functionality in a way that is entirely independent of any technical considerations as to how the solution will work.

Careful analysis will be needed here as many people tend to skip straight to how they think a solution will work without even realizing they are doing it. Even business people often express their requirements as solutions. However, just as business people would not expect the designers to tell them how to do their business jobs, the designers must be allowed to do theirs free from any unnecessary constraints. Thus, within the confines of allowed technology, the designers will be free to propose solutions that will best satisfy the requirements. Since the requirements in turn have been developed as the means to achieve the business objectives, the suitability of the various design options can then be assessed ‘objectively’ against those objectives and the benefits that they will realize.

Our Team

Training & Support StaffHe is supposed to be the most important member of your team. Usually this is the person who has started the web site. Maybe it is worth to write why he made has such a decision.

Implementation & Strategy Deployment SpecialistHead of Design and Development and leads the creative design team. Keith is responsible for maintaining the high quality of our development work. Keith also liaise with our customers to ensure that their solutions are tailor made to their needs, this also includes helping with E-commerce strategy development. He is also very much involved in the day to day running of the company.

Our team Goal We are completely lost on what he's responsible for, but we hope that you know it ;) We also hope that you will tell it to the rest of the world including us by placing some real text here.